Learn to be a Professional Manager
Management skills are always in high demand, but for a successful career in management, you will require not only knowledge and skill, but an appropriate personality and a depth of experience to draw from to make the right decision for each situation you confront.
This course is great value for money, and offers highly qualified tutors who are still very much active in management.
What makes the ACS Proficiency Award unique?
The proficiency awards offer a tiered award system - so you don't have to wait until the end of your qualification to have an award.
How does that work?
Once you have completed 6 modules, you can receive an ACS Certificate. Complete 8(plus 100hrs work experience), and receive an ACS Advanced Certificate. Complete 10 and receive a ACS Proficiency Award 1. Complete 14 (plus 100hrs work experience) and receive an ACS Proficiency Award 2. Complete 20 modules (plus 100hrs work experience) and receive an ACS Proficiency Award 3. Complete 24 modules (plus 100hrs Work Experience) and receive an ACS Proficiency Award 4.
Managers are Needed in Every Workplace
In a small workplace, a manager may need to manage everything from manpower and equipment to finance, marketing and production.
In large workplaces, a hierarchy of managers will usually be developed where upper level managers manage lower level managers. Here a workplace may be broken up into sections or departments with different managers each having different areas of responsibility. For example: A marketing manager may work under the direction of a general manager, and he may control a series of lower level managers such as a Sales Manager and an Advertising/PR manager.
Managers are employed in small and big business, in non profit and charity organisations, and in government departments.
In small business, top level managers are often the business owners.
Every business with more than one employee requires a manager of sorts (even with only one employee, the employer will need to take on a managerial role, they may just not use the title of manager). Therefore, there is copious opportunities for a manager. Depending on the industry you specialise in, there will be scope to move into a managerial position in some capacity. Even within management roles there is capacity to advance into a higher level managerial role.
Wages for a manager are generally relatively well paid. Different industries, and different organisations will offer different salaries for their managers, but there is potential to earn a substantial income.
Risks and Challenges
With a management role comes responsibility. You will be responsible for managing your area of the work force, and therefore will be responsible for the outcomes. You will need to be someone who can handle the idea that not everyone will like you at all times, and at times you may need to reprimand your team. You will also need to be able to direct and lead your team, which can be challenging at times.
How to Become a Manager
Many managers evolve into their jobs, starting as an employee in a business and being promoted; or starting up a small business of their own that grows so large that they simply need to become a manager.
Some people will study and pass a diploma or degree in management, and perhaps never go on to be a manager; simply because their natural attributes are not right for that role. Others who undertake relatively little formal training in management may become very successful managers; harnessing attributes that come naturally to them.
It is a manager’s personality and personal attributes that distinguish a good manager from a mediocre or bad manager.
Certain management skills can be learnt and developed (for example motivation and leadership skills), some people will be more suited to a managerial role than others.
Most managers find their way into a management job either of two ways:
- Starting with the organisation in a low level job, and being promoted through the organisation
- Being employed into a management position from outside the organisation
You must complete all assignments and pass exams for 20 modules,
plus a practical industry project e.g. Industry Conferences / Seminars/
Meetings (100 hours). These studies can be undertaken and completed
anywhere in the world.
- Greater Flexibility and more options than most courses: Some of
these modules may be swapped with others if appropriate to your needs,
and the swap is approved by a tutor in our academic department.
Note that each module in the Proficiency Award 3 In Management is a short course in its own right, and may be studied separately.
CONTENT OF EACH MODULE
There are 6 lessons as follows:
- Introduction & Organizational Structures
- Management Theories & Procedures
- Problem Solving & Decision Making
- Management Styles & External Influences
- Employing People & Interview Skills
- Staff Management
There are 8 lessons as follows:
- Establishment Procedures – aims to teach the student how to select appropriate procedures for the establishment of a small business
- Management Procedures – teaches the student how to select appropriate procedures for the management of a small business
- Communication in Business – how to develop procedures for communicating with suppliers and customers of a small business
- Problem Solving – how to develop procedures for addressing problems in a small business
- Staff Management – looks at how to plan the management of staff in a small business
- Productivity – learn how to develop strategies for managing production in a small business or department within a larger organisation.
- Financial Management – how to carry out different financial management tasks used in small business or department within a larger organisation
- Marketing Techniques – Evaluation of marketing techniques used in business
Workplace Health & Safety
There are 7 lessons as follows:
- Handling Chemicals
- Handling Equipment
- Handling Objects
- Standards & Rules
- Signs & Signals
There are seven lessons:
- Introduction to Leadership (nature, scope, styles,differentiation from management, supervision,planning etc)
- Leadership Characteristics/Qualities
- Interpersonal Relationships
- Communication Skills
- Team Building
- Systematic and Lateral Thinking
- Applications (includes a Problem Based Learning Assignment)
There are 11 lessons as follows:
- Introduction to Training – Communication
- Understanding Learning
- Determining Training Requirements in The Workplace
- Commencing Training
- Developing a Lesson Plan
- Assessment and Evaluation of Training Programs
- Training Aids
- One-To-One Training
- Motivation Skills and Techniques
- Promoting Training
- Assessor Training
The content the ten lessons is as outlined below:
- Marketing and the Business What is marketing, and its significance, Considering alternative approaches to business & marketing, Alternative enterprises (eg. goods or services based, sole proprietor or partnership etc).
- Scope of Marketing Understanding basic economics (eg. supply & demand); the difference between the potential market, available market, target market, and penetrated market for a product/service of your choice; Different advertising approaches, Controlling Growth, Improving Results in Business, etc
- Target Marketing Understanding the market place; Stages that sellers move through in their approach to a market, What is targeting, Advantages of target marketing as compared to mass marketing and product-differentiated marketing
- The Marketing Mix and Managing the Marketing Effort Product, price, place, and promotion; Affects and interactions between marketing and other operations of a business.
- Product Presentation and Packaging Importance of product knowledge, Core, tangible and augmented products; Differences in packaging & presentation for different products.
- Promotion Communication skills, Merchandising, Shop Floor Layout, Displaying Products, Signs, Understanding Selling and Increasing Sales, Sales Methods, Publicity Marketing,
Structuring an Advertisement or Promotion, Advertising budgets, etc
- Product Pricing and Distribution Pricing, Profitability Ratios, Increasing Turnover, etc
- Customer Service Methods of assessing customer satisfaction; Significance of Customer Service; Different types of customers in the market place, and how best to approach each; Difference between selling, publicising, marketing and advertising, etc
- Market Research The research process, What to research, Surveys, Developing and conducting a market research program, where to find useful statistics,
- Organisations - Structures and Roles Business law; Financial Management, Business Structures, Business terminology, etc.
The content of the nine lessons is as outlined below:
- Developing Sales Concepts: Goods & Services, Ways of Managing Sales, Developing a Sales Concept, Planning Ahead, Understanding Selling, Understanding Buyers, Steps in the Sales Order, Increasing Sales
- Developing Sales Relationships: Sales Methods, Presentation & the Selling Personality (personality traits of a salesperson), Communication skills and conversational selling
- Sales Ethics: The Law and Ethics, Social Problems, Pricing, Deceit, High Pressure Sales, Poor Quality Products, Predetermined Obsolescence, The Impact of Marketing and Selling on Society, Public Responses to Modern Marketing Trends (eg. Consumerism, Environmentalism etc), Enlightened Marketing
- Building Product Knowledge: Good & Bad Features (eg. Make/trade name; Model; Purpose or use; How & where it is manufactured; Materials used; Wholesale/retail price; Guarantees; Warranty; Spare parts (availability and location); Service Costs) Knowing the Competition etc.
- Developing a Customer Strategy: Types of Buyers, Buyer Motivation, Difficult Buyers, Key Rules for Every Salesperson
- Presentation Strategy Options: Displays (eg. Locating Your Displays For Best Results), Shop Layout, Trade Displays etc.
- Closing a Sale: Difficulties with closing a sale & solutions, importance of the personal approach.
- Managing Yourself: Time management, Territory management, Record Management, Sales Records, Stress Management
- Managing a Sales Team: Building quality partnerships.
Advertising and Promotions
- Analysing the Market
- Target Marketing
- Display and Display Techniques
- Advertising and Promotions Strategy
- New Product Development
- Sales Techniques - General
- Writing Advertisement
- Electronic Marketing -Telephone & Email
- Direct Mailing
- Exhibitions & Shows
There are 10 lessons as follows:
- Marketing Systems
- Retailing Systems and Strategies
- Wholesale Systems and Strategies
- Product Presentation and Packaging
- Negotiation Skills
- Marketing Organisations
- International Marketing I
- International Marketing II
- Analysing the Market
- The Market Mix
There are eight lessons in total, as outlined below:
Introduction to Psychology
- Understanding Financial Terminology
- Planning & Managing your Cash
- Borrowing -for goods, against your home etc. Different types of loans, overdrafts, credit cards, financing a business etc.
- Buying -What to look for, hidden traps, consumer protection, deciding when not to buy on credit, forms of credit.
- The Money Market -How it works
- Investing -In housing, land, stocks, bonds, trust funds, antiques, business investments, insurance (annuities) and more.
- Superannuation -Lump sum, roll over etc.
- Reducing Costs -Cutting down on expenditure.
- Banks -How they can help you.
- Communication -How to deal with financial experts, bank managers, accountants and others in the financial world.
There are seven lessons in this course, as follows:
- The nature and scope of Psychology
- Neurological basis of behaviour
- Environmental effects on behaviour
- Consciousness and perception
- Psychological development
- Needs, drives and motivation
There are 10 lessons as follows:
- Human behaviour
- Workplace Communications
- Workplace Conditions
- Controlling Operations
- Recruitment and Induction
- Staff Training
- Work Teams
- Positive Discipline
- Grievances and Complaints
- Monitoring and Reporting
There are nine lessons as follows:
Understanding what project management is, and what its applications might be.
- Project Identification
Identification and defining projects which need management.
- Project Planning
Developing a strategy and framework for the plan.
- Project Implementation
Managers duties during implementation, developing a Preparation Control Chart,
- Project Completion & Evaluation
Dangers in this stage, Steps in Project completion, Declaring a project sustainable,
Developing an evaluation method,
- Technical Project Management Skills
Preparing a proposal, budget control/management, steps in drawing up a
post project appraisal.
- Leadership Skills
Styles of leadership, leadership principles and methods
- Improving Key Personnel Skills
Listening skills, Negotiation skills, Conflict management
- Major Assignment
Developing full documentation for a project.
Computer Servicing I
There are nine lessons in total, as outlined below:
- The computer workshop. Tools (A basic tool kit, More advanced requirements), Soldering, Workshop layout, Workshop management, Customer relations, etc.
- Computer and workshop safety. Understanding electricity, Workshop safety procedures, Staff safety, Avoiding computer damage, Circuits, Measuring electricity -current, voltage, resistance, ohm's law, etc.
- Hardware components. Identifying different hardware components (eg. CPU, ZIF socket, Motherboard, I/O card,Parallel and Serial ports, IDE drive, CMOS, etc).
- Different Systems & Basic Disassembly. Identifying and removing specific parts from a computer, distinguishing between different types of PC (eg. XT, AT, 386, 486, Pentium etc), disassembly procedure.
- Peripherals. How to assemble peripherals (eg. mouse, printer, modem) for a computer system
- System Assembly. Procedure for assembly/installation of main components.
- Installation of software. Installing different software programs in computers, in accordance with manuals.
- Computer Maintenance: An Introduction Preventative and routine maintenance procedures.
- Troubleshooting: An Introduction Determining an error, hard disk problems, viruses, motherboard battery, bugs, other common errors and their remedies, when to call a specialist.
Conservation & Environmental Management
There are 8 lessons as follows:
- An Introduction To Ecology
- A Perspective On Environmental Problems
- Pollution & Industry Effects On The Environment
- Water & Soil
- Vegetation Conservation & Management
- Animal Conservation & Management
- Marine Conservation & Management
- The Future
There are twelve lessons in this course; as outlined below:
- Presentation and selling: Personality. "Never judge a book by its cover." A wise old saying! but people who buy do make judgements especially about sales people. Dress and grooming are top priority in selling. As well you must learn how to develop a selling personality.
- Communication and Conversational selling: Learn the art of written and verbal communication in easy to understand terms.
- Marketing (Buyer analysis and motivation): Presentation of products to consumers and motivating them to buy.
- Management (Hierarchy): Dealing with upper management; learn how to get your point across. How to be assertive and positive when dealing with your superiors.
- Helping the Product Sell Itself
- Know your product and pre planning: Through observation, reading and listening get to know your products (pre planning is essential in today's complex society).
- Selling made as simple as A B C: The procedure of selling.
- "The Opening" (getting the attention of the buyer): Creating the right atmosphere for a sale to take place.
- "Closing a Sale" (overcoming objections): Buyers will tend to look else where unless a salesman can close a sale in an appropriate amount of time (learn the secrets).
- "Stress Management": Learn the art of relaxation through stress management techniques.
- The Law and Selling
- Report Assessment Writing: The majority of sales persons need to have the ability and skill to write a condensed and accurate report on which management will comprehend and act upon.
There are ten lessons in this course, as follows:
- Understanding the Employees Thinking
- Personality & Temperament
- Psychological Testing
- Management & Managers
- The Work Environment
- Motivation and Incentives
- Social Considerations
- Abnormalities and Disorders
Professional Practice for Consultants
There are eight lessons in this module as follows:
1. Determining If a Consultancy Practice is for You
2. Planning a Consultancy Practice: Part 1
3. Planning a Consultancy Practice: Part 2
4. Knowing What to Charge
5. Setting Up Your Consulting Practice
6. Keeping Accounts and Records
7. How to Generate Business & Keep It
8. Maintaining Your Consultancy Practice
Research Project I
There are 7 lessons as follows:
1. Determining Research Needs
2. Searching For Information
3. Research Methods
4. Using Statistics
5. Conducting Statistical Research
6. Research Reports
7. Reporting On A Research Project.
Research Project II
There are 6 lessons in this module as follows:
- Identifying research issues
- Acquisition of technical information
- Specialised research techniques
- Research planning and designing
- Conducting research
There are many different ways of looking at management. Understanding the various management theories can provide some very real insights into how a manager might approach their job.
The Main Schools of Management Theory
The following section examines the three main schools of management theory.
The Classical School
Under The Classical School, the manager is responsible for planning, directing, controlling and staffing. This school of thought involves a rational, organisation focused approach which might not always take into account the situation of the individual employee.
Management has occurred since prehistoric times. Classical management can be divided into two schools the classic organisation theory and the scientific school. Scientific management has been said to depend on four basic principles as follows:
- Development of a "Science of Management" so that the best method of performing each task can be determined.
- Scientific Selection of Workers...so each employee is given tasks to which they are most suited.
- Scientific development of the employee....so they are educated and trained to achieve continuing improvements in performance.
- Friendly relations between management and workers.
Henri Fayol was a leader in the development of the classical organisation theory. Fayol divided business operation into the following six activities.
- Technical production or manufacture of commodities.
- Commercial buying raw materials and selling products.
- Financial Obtaining and using capital.
- Security protection of employees and property.
- Accounting recording and taking stock of money and keeping statistics.
Fayol listed the functions of management as: planning, organising, commanding, coordinating and controlling. Fayol listed 14 principles of management as follows:
- Division of labour
- Unity of Command
- Unity of Direction
- Individual interest comes second to interest of the common good.
- The hierarchy
- Stability of staff
- Team Spirit
All of the above need to be achieved.
The Behavioural School (Also Called the Human Relations Approach)
The Behavioural or Humanistic approach to management is more focused on the individual and social groups; attempting to achieve organisational goals through applying an understanding and sensitivity to the people who are involved.
This approach aims to balance the needs of the individuals and social groups those individuals belong to, with the needs of the enterprise or organisation in which they are working. This was developed primarily because managers found that the classic approach did not achieve complete harmony in the workplace. However, this method still has difficulties because people do not always follow predicted paths of behaviour.
The behavioural approach concentrates on managing through understanding and application of sociology and psychology. A behavioural approach might be:
- Finding the best person for a job with the best mental attitude towards their work.
- Creating the best work the ultimate environment and conditions for the worker.
- Utilising psychological influence to achieve the best affect from the manager/worker relationship.
The Management Science School
The third main school of thought is defined in different ways and given different titles (depends on the text or authority you refer to). All variations share common ground in that this school is more complex, aiming to apply and balance thinking from both other schools. This way of thinking may be referred to as “Contingency Theory”, Situational Approach” or “Management Science”.
This involves a team of specialists with different backgrounds pooling their knowledge and opinions to analyse a problem and suggest a solution.
Statistics and computer technology are common tools in this process.
Other Management Theorists
There have been many theorists in the field of management. Each one has provided a new perspective on how to think about the subject, and through a study of their varying thoughts we are able to extend our understanding of the different ways we can manage a workplace or organisation.
Do not allow your thinking to be limited by any of these ideas; but take the best from them, and save the thoughts. They will provide you with an extended repertoire of possible solutions which you can consider whenever faced with a management decision in the future.
Max Weber (1864-1920)
A German sociologist and economist who developed what he considered an ideal form of “organisation”, labelling it the “bureaucracy”.
Weber’s bureaucracy is characterized by the following:
- Division of labour to optimise efficiency (i.e. different people are allocated different work tasks. In theory, by being able to concentrate on a smaller range of tasks, they become better at doing what they do).
- Well defined organisational hierarchy.
- Each work unit (e.g. office) has a differentiated and defined range of responsibilities.
- Employment and advancement is based upon merit; and clearly defined career paths are in place for those who merit promotion, to be able to achieve promotion.
- Personal and work lives are kept separate.
- Management is kept impersonal (the theory being this avoids conflict due to personality conflicts). This impersonality might be achieved by orders being delivered by supervisors who have not been involved in developing those orders (ie. Senior management determines an order, junior management then delivers and implements the order).
Charles Barnard (1886-1961)
A statistician and manager, best known for his “Acceptance Theory”, which states that authority and power does not rest solely with management, but is also heavily dependant upon the acceptance of orders by the subordinate.
Mary Parker Follett (1868-1933)
Follet recognised that groups (e.g. Work groups, groups of friends, etc) within an organisation are very influential. This might be described in another context as recognising the affect of peer group pressure.
Follet suggested that power in any organisation should be held cooperatively by employees and managers, rather than just managers. She believed that by sharing power with work groups, management would achieve improved cooperation, and better productivity.
Abraham Maslow (1908-1970)
Maslow is well known for the “Hierarchy of Needs Theory” which considers the basis for motivation and behaviour to be the needs of the individual. His work emphasised the fact that each worker is an individual, different to the rest.
Frederick Herzberg (1923-)
Herzberg undertook research to determine how different things in the workplace motivate workers; and based on results developed his “Two Factor Theory of Motivation”. This theory encourages a management approach which removes “negative” elements and increases “positive” motivating elements. Positive elements might be such things as remuneration and quality supervision (which should be strengthened). Negative elements might be such things as conflict with fellow workers and safety hazards.
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WHAT WILL THIS COURSE DO FOR YOU?
This course is different to many others. It is an "experiential based"
learning program. The industry is changing faster than ever; and
will continue to change; and for ongoing success you need to become
"connected" and remain "connected", so that you see and adapt to recent
changes, and ongoing changes as your career moves forward.
Let us help you toward a successful future in management!
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